1. Michael J. Novak ASQ Section 0511 Meeting, February 8, 2017
Your Organization's Quality Management System is OK. Now What? Using Enterprise Architecture to Enhance Organizational Performance
Michael J. Novak
ASQ Section 0511 Meeting, February 8, 2017

2. Agenda Background: Moving Forward: Strategic Management
Enterprise Engineering
Quality Management
Moving Forward:
Enterprise Architecture

3. All models are wrong. Some are useful.
A Note about Models
All models are wrong. Some are useful.
‒ W. Edwards Deming

4. Concept Relationships
Strategic Management
Enterprise Engineering
Quality Management
Enterprise Architecture

5. Why Enterprise Architecture?

6. Strategic Management
“Everything eventually focuses on the Purpose, Vision, and Strategic Objectives.”

7. Strategic Management Exists in Three Dimensions
Focused on Purpose and Vision
Strategic
Focused on Mission Elements
Operational
Focused on Programs, Projects, and Day-to-day Tasks
Tactical

8. Strategic, Operational, and Tactical “Building Blocks”
Purpose
Vision
Strategic Objectives
Mission Elements
Operational Objectives
Programs, Projects, Day-to-day Tasks
Tactical Objectives
Strategies
Resources

9. Hierarchy of “Building Blocks” – Organizational Operations
Purpose
Vision
Mission Element
Program/Project/Task

10. Hierarchy of “Building Blocks” – Organizational Objectives
Purpose
Vision
Strategic Objective
Operational Objective
Tactical Objective

11. Enterprise Engineering
“Everything eventually focuses on the Business Drivers.”

12. Enterprise Engineering
“Building Blocks” of Enterprise Engineering
Business Drivers
Work Processes
Work Systems
Desired/Required Outputs/Results/Outcomes

13. Enterprise Engineering “Building Blocks”
Business Drivers
Customer Requirements
Customer Concerns
Customer Satisfaction Data
Customer Engagement Data
Customer Loyalty Data
Work System
Results
Product Quality Indicators
On-time Delivery
After-sales Service
Materials
Regulatory
Competencies

14. What’s A “Work System?”
“Everything that affects the delivery of a product/service to the customer.”
Internal factors
External environment

15. What’s A “Work System?”

16. Work Processes – The Traditional View
Supplier
Input
Process
Output
Customer
Outcome
CQM/OE (or Baldrige Examiner) Question: What’s missing in this diagram?

17. Work Processes – The Enterprise Engineering View
Business Driver(s)
Process Design
Process Implementation
Process Management
Desired/ Required Results

18. What Drives Required/Desired Results?
Customers
Community
Legal/ Regulatory
Contract Specifications
Standards
Competitors
Stockholders

19. Quality Management
“Everything eventually focuses on the Quality of the Product/ Service.”

22. Enterprise Architecture
“Everything eventually focuses on Transforming the Organization.”

24. Four Dimensions of Enterprise Architecture

25. Enterprise Architecture
“Building Blocks” of Enterprise Architecture
Business Architecture
Data/Information/Knowledge Architecture
Application Architecture
Technology Architecture
Architecture Roadmap

26. Why Enterprise Architecture?
A more efficient business operation A more efficient IT operation Better return on existing investment, reduced risk for future investment Faster, simpler, and cheaper procurement

27. Business Architecture
“The Business Architecture describes the product and/or service strategy, and the organizational, functional, process, information, and geographic aspects of the business environment.” ‒ Open Group Standard TOGAF® Version 9.1

30. Data Architecture
The Data Architecture describes the data (which sometimes also includes information and/or knowledge) needed to enable effective decision making in the Business Architecture domain.

33. Application Architecture
The Application Architecture describes the applications (software programs) needed to process data, information, and knowledge to enable effective decision making in the Business Architecture domain.

35. Technology Architecture
The Technology Architecture describes the technology (hardware) needed to (a) house applications that process data, information, and knowledge to enable effective decision making in the Business Architecture domain, and (b) transfer data, information, knowledge, and applications among stakeholders.

37. Enterprise Architecture Roadmap
Baseline Architecture
Transition Architecture(s) (Architecture Roadmap)
Target Architecture

38. Baseline vs. Target Architectures

39. So, how do you “do” Enterprise Architecture?
First, you start with a “Framework”
“A structure for content or process that can be used as a tool to structure thinking, ensuring consistency and completeness.” (Open Group Standard TOGAF® Version 9.1)

40. TOGAF Components

41. The TOGAF Architecture Development Method (ADM)
The “core” of TOGAF
The “how to” of developing an Enterprise Architecture

43. Preliminary Phase
The Preliminary Phase is about defining ‘‘where, what, why, who, and how we do architecture’’ in the enterprise concerned. The main aspects are as follows:
Defining the enterprise
Identifying key drivers and elements in the organizational context
Defining the requirements for architecture work
Defining the Architecture Principles that will inform any architecture work
Defining the framework to be used
Defining the relationships between management frameworks
Evaluating the enterprise architecture maturity

44. Phase A: Architecture Vision
Architecture Vision is the initial phase of the Architecture Development Method (ADM). The steps in Phase A are as follows:
Establish the architecture project
Identify stakeholders, concerns, and business requirements
Confirm and elaborate business goals, business drivers, and
Evaluate business capabilities
Assess readiness for business transformation
Define scope
Confirm and elaborate Architecture Principles, including business principles
Develop Architecture Vision
Define the Target Architecture value propositions and KPIs
Identify the business transformation risks and mitigation activities
Develop Statement of Architecture Work; secure approval

45. Phase H: Architecture Change Management
Phase H looks at establishing procedures for managing change to the new architecture. The steps in Phase H are as follows:
Establish value realization process
Deploy monitoring tools
Manage risks
Provide analysis for architecture change management
Develop change requirements to meet performance targets
Manage governance process
Activate the process to implement change

46. Requirements Management
Requirements Management looks at the process of managing architecture requirements throughout the ADM. The steps in the Requirements Management phase are as follows:
Identify/document requirements
Baseline requirements
Monitor baseline requirements
Identify changed requirements and record priorities
Assess impact of changed requirements on current phase; assess impact of changed requirements on previous phases; determine whether to implement change, or defer to later ADM cycle; issue new version of Requirements Impact Statement
Implement requirements arising from Phase H
Update the Requirements Repository with information relating to the changes requested, including stakeholder views affected
Implement change in the current phase
Assess and revise gap analysis for past phases

47. How does Enterprise Architecture align with …
Strategic Management?
Enterprise Engineering?
Quality Management?

48. Enterprise Architecture Enterprise Engineering
Enterprise Architecture
Enterprise Engineering
Strategic Management
Quality Management
Time Orientation
Future – Long-term
Present and Short/ Medium-term Future
Future – Short/Medium/ Long-term Future
Scope
Enterprise-wide
Local or Enterprise-wide
Scalable for different-sized organizations
Yes
Tailorable for different types of organizations
Focus on Business Drivers
High
Moderate (High in Baldrige)
Focus on Leadership
Low
Moderate
Focus on Strategic Planning and Execution
Moderate to High
Focus on Customers
Focus on Stakeholders
Focus on Decision Making
Focus on Knowledge, Information, and Data
Focus on Technology
Focus on Workforce
Focus on Operations – Processes, Systems
Focus on Project, Program, and Portfolio Management
Focus on Risk Management
Focus on Results/ Outcomes
high
Focus on Finance, Budgeting, Resource Allocation, ROI
moderate
Focus on Legal, Regulatory, and other Compliance
Low to Moderate

49. Summary Review of: Introduction to:
Strategic Management
Enterprise Engineering
Quality Management
Introduction to:
Enterprise Architecture
How the four approaches compare with one another

50. Questions?

51. Thank you! Mike Novak Director of Quality EA Principals, Inc.